Professional Documents
Culture Documents
1
What is Sales Management?
Sales Management
Personal Customer
Firm Sales
Sales
Managers
Representatives
Value
Sales Management
Personal Customer
Firm Sales
Sales
Managers
Representatives
Value
Sales Management
Personal
Sales
Sales
Managers
Representatives
Overview
Sales
Environment
Supervising
Planning
Personal
Sales Sales Reps
Managers
Motivating
Recruiting
Training
Training
Industrial Revolution
Relational Approach
Chain of command
Sales Environment
The Sales Environment
Legal Issues
Consumer protection laws
Antitrust laws
Unfair trade practices
Fraud and misrepresentation
Uniform Commercial Code
Direct-to-consumer sales
Antidiscrimination laws
Ethical Issues
Creating ethical corporate structures
Relationships with customers
Relationships with competitors
Relationships with the firm
Relationships with society
Sales Environment
International
Ethnic composition
Religious orientation
Social class environment
Education
Gender bias
Differences in negotiating styles
Differences in decision making
Job status and company protocol
Social aspects
Perceptions of time
Personal relationships
Sales Environment
Future
Training
Hardware
Type of computers, printers, copiers, phones, etc.
Software
What type software does the sales force need?
Planning
Sales Forecasting
How do we forecast sales?
Sales force composite
Jury of executive opinion
Survey of buyer intentions
Trend projections
Moving averages
Exponential smoothing
Regression
Econometric models
Planning
Financial Planning for Sales
Budgeting
Salespeople expenses
Administrative expenses
Other selling payroll
Other selling expenses
Communication expenses
Profit objectives
Break-even analysis
Controlling the budget
Selling the budget to top management
Planning
Quotas
Sales quota- the specific sales or profit objective a salesperson is expected to
achieve
Dollar sales
Unit volume
Margin
Selling effort
Product type
Other types of quotas
Expense quotas
Profit quotas
Activity quotas
Planning
Time and Territory Management
Optimum time must be spent with those prospects with the greatest
potential
Overview
Sales 1) Recruiting
Environment
2) Selecting
Supervising
Planning
Personal
Sales Sales Reps
Managers
Motivating
Recruiting
Training
Problems
Legal and ethical restrictions
Firm must maintain a good image
Must have a valid job description
Sales Management
Overview
Sales
Environment
Supervising
Planning
Personal
Sales Sales Reps
Managers
Motivating
Recruiting
Training
What is needed for a training program to work?
Provide a job description
Provide product knowledge
Provide company knowledge
Provide market knowledge
Selling techniques
Why train
Decreased turnover
Increased sales
Enhanced customer relationships
Decreased costs
Training
Developing
Overview
Sales
Environment
Supervising
Planning
Personal
Sales Sales Reps
Managers
Motivating
Recruiting
1) Motivating
2) Compensating Training
3) Indirect Incentives
Pg 75
Why motivate the sales force?
Inherent Nature of the Sales Job
Salesperson’s Role Conflicts
Tendency Toward Apathy
Need Gratification and Motivation
Hierarchy of Needs pg. 75
Maintaining a Feeling of Group Identity
Motivating
Motivating
Recognition
Awards
Special communications
Motivating
Compensating
Salary
Commission
Bonus
Combinations
Motivating
Indirect Incentives
Expenses allowances
Sales contests
Themes
Prizes
Advantages
Disadvantages
Sales Management
1) Leadership Overview
Sales
2) Supervision Environment
3) Evaluating
Supervising
Planning
Personal
Sales Sales Reps
Managers
Motivating
Recruiting
Training
Supervision
Supervision- the actual oversee and directing of the day-to-day
activities of salespeople
Supervising
Evaluating
Motivating 3) Prospecting
Recruiting 4) Preapproach
5) Approach
6) Presentation
7) Objections
Training 8) Closing
9) Follow up
Needs
Identifying
Approach (L7)
Presentation (L7)
Follow up
Types of Communication
Marketing